SALARY SCHEDULE WORK GROUP

Transcription

1 SALARY SCHEDULE WORK GROUP FINDINGS AND RECOMMENDATIONS JANUARY 13, 2015

2 2 COMMITTEE MEMBERS Ms. Barbara Arroyo, 1 st Grade Teacher, Boulder Creek Elementary Mr. Jason Barletta, 5 th Grade Teacher, Playa Del Rey Elementary Ms. Lorna Christie, Registration Coordinator, Gilbert Classical Academy Ms. Karen Coleman, Principal, Boulder Creek Elementary Ms. Kelly Dibella, Attendance Technician, Desert Ridge High School Ms. Diane Drazinski, Chemistry Teacher, Mesquite High School Mr. Albert Dutchover, Energy/Physical Plant Supervisor, Operations Department Mr. Casey Fraughton, 6 th Grade Teacher, Playa Del Rey Elementary Mr. Jeff Gadd, Chief Financial Officer, Business Services Ms. Dinah Guy, Registration Coordinator, Highland High School Mr. Ward Heinemann, Network Technician, Technology Services Department Ms. Jill Humpherys, Board Member Mr. Dale Lunt, Principal, Oak Tree Elementary Ms. Nancy Masterson, Librarian, Mesquite Elementary Mr. Shawn McIntosh, Director, Department of Talent Management Mr. Jay Morris, Director, Transportation Ms. Sharon Orr, Office Coordinator, Highland High School Ms. Cheryl Redfield, English Teacher, Highland Jr. High Mr. Sam Valles, Principal, Harris Elementary Mr. Matt Wheeler, Math Teacher, Mesquite High School Dr. Suzanne Zentner, Chief Talent Officer, Department of Talent Management 1

3 OBJECTIVE(S) AND GOAL Complete a comprehensive review of all GPS salary and stipend schedules (last reviewed in ). Evaluate market trends, study market comparables and identify strengths and weaknesses of the current GPS schedules. Review and analyze alternative schedules from other school districts. Work collaboratively in order to provide a recommendation to Superintendent no later than January,

4 CONSIDERATIONS Sensitive content Trusted voice among constituents Escalating healthcare costs Budget constraints Reduction in M&O Override ($6M) Reduction in final Capital Override ($8.2) Sizable decline in enrollment over the past five (5) years Alignment with GPS Strategic Operating Plan and MPE Theory of Action 3

5 GPS STRATEGIC OPERATING PLAN Core Beliefs Belief I Teaching/learning is our core business Belief II Employees can be the critical difference in student achievement Belief III Every student can achieve their learning potential Belief IV GPS can be central to the success of our families and community Managed Performance Empowerment Standards of excellence and rigorous performance are met by the employment and retention of quality staff 4

6 HISTORY WHAT WE KNOW No changes have been implemented to any GPS salary schedules over the past 15 years. Salary and working conditions are essential for the recruitment and retention of quality staff. Long-term implications of frozen or decreasing salaries ASRS and Social Security District competitiveness 5

7 SALARY CHANGES FROM FY09-15 Salary Changes Per Fiscal Year to SUPPORT STAFF EXAMPLE % DIFFERENCE CERTIFIED STAFF EXAMPLE % DIFFERENCE ADMIN EXAMPLE % DIFFERENCE FY9 $34, % FY9 $45, % FY9 $96, % FY10 $34, % FY10 $45, % FY10 $94, % FY11 $34, % FY11 $45, % FY11 $96, % FY12 $34, % FY12 $45, % FY12 $97, % FY13 $35, % FY13 $46, % FY13 $98, % FY14 $34, % FY14 $46, % FY14 $96, % FY15 $34, % FY15 $47, % FY15 $ % Source: GPS published salary schedules 6

8 WHAT RESEARCH TELLS US Roughly 1/2 million U.S. teachers move or leave the profession each year. Turnover rate in 2014 ~ 20 % vs. 9 % in (Source: Alliance for Excellent Education, On the Path to Equity: Improving the Effectiveness of Beginning Teachers, Hayes, M., July, 2014). Between 40 and 50 % of teachers leave the profession within five (5) years. (Source: New Teacher Center, Neason, A., July, 2014) Attrition costs the United States up to $2.2 billion annually (Source: Wharton Business School, Moneywatch, Lucas, S.) 7

9 ARIZONA DATA 25,000 Baby Boomers will face retirement in the next five (5) years (Source: EdWeekly, July, 2014) ADE reported an annual teacher retention rate of about 65 percent and AZ Superintendents cite low pay and no raises causing the mass exodus. (Source: Washington Times, July, 2014) Teacher shortage only exacerbates the problem of finding quality. 8

10 FY10-FY14 DISTRICT RECRUITMENT AND RETENTION DATA Key findings marks the year with the highest level of support staff attrition marks the year with the highest level of certified staff and administrative attrition marks the highest number of total years of service leaving the district 9

11 SIGNIFICANT FINDINGS Cell incongruence (% and $) throughout salary schedules Many cells are variably different (1-8 decimal points) % Variance - B1 to C1 is % whereas C1 to D1 is $ Variance - A1 to A2 is $502 ; A2 to A3 is $349 ; A3 to A4 is $277 - B1 to B7 $592, $528, $658, $242, $240, $373 and $602 10

12 SIGNIFICANT FINDINGS, -cont. The front and back end of the certified salary schedule are generally competitive. The middle of the teacher salary schedule (yrs. 6-13) generally loses competitiveness. Diagonal consistency was discovered among some cells, although exceptions exist Increases vary from <2% to 4.4% GPS has lost competitiveness with neighboring districts with respect to salaries and benefits 11

13 SALARY COMPARABLES Salary Comparables # of Years Accepted Upon BA0 BA12 BA24 MA0 MA12 MA24 TOP edu/exp Transfer Chandler $35, $36, $37, $39, $39, $40, $71, Deer Valley $33, $34, $34, $35, $36, $36, n/a 5 Gilbert $37, $37, $38, $39, $40, $41, $69, Higley $35, $35, $36, $38, $38, $39, n/a 10 JO Combs $34, $35, $36, $37, $38, $39, $74, Kyrene* $35, $36,532 (15) $37,732 (30) $37, $39,143 (15) $40,343 (30) $68, Mesa* $34, n/a n/a $37, n/a n/a $67, Payson $32, $33, n/a $34, $35, $36, $61, no max PUSHD $38, n/a $39,219 (36) $39, $40,371 (15) $41,523 (30) $75,722.00? Queen Creek $35, $35, $36, $38, $39, $40, n/a 6 Scottsdale $33, $35, $36, $37, $38, $39, $69, Tempe $34, $35,235 (18) $36,479 (36) $36, $37,829 (15) $39,280 (30) $71,611.00? Note: Some districts have M&O overrides and desegregation funds 12

14 RECOGNIZING LIMITATIONS AND EXPLORING CONSIDERATIONS Current limitations Enrollment erosion No M&O overrides State level funding (~$5,500 ppl) These limitations make step/lane changes difficult Three (3) options A) Continue using the current schedules B) Reconstruct current schedules with cell consistency throughout C) Institute a stepless schedule

15 COSTING OUT OPTION A Current total costs for certified personnel is ~$91M 2% increase for (current schedule) ~$1.8M 2.5% increase for (current schedule) ~$2.29M OPTION B With a +2%, ~80% (1631 staff ) would see a pay increase and ~20% (413) would have a pay cut. Some would lose $4,000 to $5,000. Cost: ~ $1.8M 14

16 STEPLESS SALARY SCHEDULES OPTION C WHAT IS A STEPLESS SYSTEM? Based on salary ranges WHAT ARE THE BENEFITS? This proposed transition does not impact any current salaries Allows regular movement Honors education attainment Honors experience and district commitment DISTRICTS CURRENTLY USING A STEPLESS SYSTEM Deer Valley Peoria Paradise Valley Casa Grande Roosevelt Madison Isaac Dysart Tempe Elementary Chandler Queen Creek 15

17 PROPOSED SALARY RANGE FOR CERTIFIED PERSONNEL Grade Degree W/O 301 Minimum Teachers W/O 301 Maximum *Minimum w/301 *Maximum w/301 A BA + 0 $34,334 $35,462 $37,143 $38,271 B BA + 12 $34,926 $39,191 $37,735 $40,378 C BA + 24 $35,876 $45,547 $38,685 $48,356 D MA + 12 $37,857 $51,974 $40,666 $54,783 E MA + 24 $39,943 $60,580 $42,752 $63,389 F Ed.S Ed.D MA60 MA72 Ph.D $42,153 $66,481 $44,962 $69,290 *Assumes District Average 301 of $2809 per Teacher 16

18 SUPERINTENDENT RECOMMENDATIONS OVERARCHING PREMISE: We recognize the importance of salary and benefit packages in the recruitment and retention of quality staff. IMMEDIATE ACTION Approve the transition to a stepless system for all employee groups, starting in the school year. This action includes collapsing salary schedules and education lanes. (Seek Board approval at March Board meeting.) Maintain the commitment to NBCT s and utilize them as district mentors. Treat all employee groups together with respect to future salary adjustments as often as it is financially viable. FOR FURTHER DISCUSSION Fund a similar pay for performance stipend for classified and administrators to that which certified staff receive (i.e. 301 monies). This supports a team accountability approach aligned our own Theory of Action. Institute a one-time base salary adjustment for employees who have been employed on a full-time basis over the past five (5) consecutive years 17

19 QUESTIONS?